Tigo: Creating a corporate university for the development of organizational skills

Manuel Rivera
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Bogotá, Colombia

In 2013, as a means to meet and exceed the requirements of Millicom, their parent company, Tigo created a corporate university. Its mission is to develop employee organizational skills across all levels of the company. To achieve this, they engaged Moodlerooms (formerly Nivel Siete) for assistance in developing the strategy and then implementing the e-learning solution. The following article is based on our conversation with Felipe Murcia, Training Director at Tigo.

To meet the requirements of their parent company and help their employees excel, Tigo created a corporate university. Their goal was to develop human talent, ensure adequate talent capacity and provide skill management. Hence, the corporate university operates as follows: there are six named competencies managed across all direct company employees. The content identified within each competency differs according to job title/level within the organization. There are four such levels: vice president, manager, director and staff. When an employee accesses the platform, he/she will find his/her curriculum based on his/her level within the organization.

Tigo’s objective is to ensure that each employee adopts and develops these competencies. The six competencies are:

1. Encouraging cross-departmental collaboration and communication – i.e. sharing of experiences and knowledge – to build robust project teams

2. Promoting analysis of internal and external attitudes related to corporate direction and promoting employees to think about the impact of their work in the future

3. Preparing employees for the acceptance of organizational change and attracting human talent with a positive attitude and an amenable disposition

4. Raising awareness on the importance of employee empowerment and the value of independent work

5. Maximizing client service efforts through the design, planning and execution of metrics and strategies that reward a positive relationship with internal and external clients

6. Ensuring that all projects are of high quality and delivered on time

Tigo views their ability to deliver this universally consistent, role-adapted content to all of its employees to be one of the greatest benefits of e-learning. And based upon the positive response the corporate university has gotten, their employees agree. Employees appreciate the training and Tigo is committed to continuing the effort as a means to strengthen their organization in accordance with Millicom’s guidelines.

Beyond improving day-to-day processes, Tigo’s success with this program has enabled them to better manage times of disruption. For instance, Tigo is currently going through a merger with the telecommunications firm UNE resulting in significant organizational changes. These changes are being successfully managed and overcome thanks to the training aimed at change management.

This merger provides great opportunity for the corporate university to continue growing their e-learning offerings across the organization as it is estimated that nowadays, 98% of direct employees – equivalent to nearly 1200 people – have access to the platform and use it for training purposes. After the merger, this figure will double thereby positioning the corporate university more prominently within the company.

The need for talent management to achieve corporate goals is a reality in today’s world. Companies must lead the process by creating sound human talent development programs and use the new methodologies the global word offers to facilitate and improve organizational processes, just as Tigo is currently doing.


*Felipe Murcia, Training Director, Tigo.

*Photo by: Victoria Holguín

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